Analysis of Information System for G-Train Stakeholders - 1410ICT

This report, prepared by a student, analyzes the G-Train, a Queensland-based light rail system, from the perspective of an IT consultant. It evaluates the existing human activity system, focusing on the incorporation of a new Information System to address stakeholder issues. The report examines the G-Train's market position, organizational structure (divisional form), and applies Porter's Value Chain model and Porter's Five Forces to assess its competitive strategy. It identifies stakeholders, analyzes their roles, and highlights issues related to ticket outlets, pricing, and service information. The report concludes with recommendations for how a new Information System can improve the G-Train's operations and better serve its stakeholders. The report also includes an analysis of the organization's structure using Mintzberg's classification.

[Incorporation of Information System
for stakeholders in G-Train]
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Executive Summary
The notable determination of this report is to estimate the existing human
activity system which was there in the business environment of G-Train
which is a Queensland based tram service system. The significance of
incorporating a new Information System in G-Train shall be evaluated in
this paper. Thus, this report shall be focusing on the market position of
this tram service organization and also analyze the organizational form.
The issues and concerns face by the stakeholders of this tram service
organization shall be present in this report as well.
Keywords: Divisional organizational form, Human Activity System, Information
System
1. Introduction
The notable determination of this report is to focus on the incorporation of an
Information System in the business environment of G-Train which is a light rail system
based in Queensland Australia. There are more than 21,000 commuters associated with
this light rail system (G:link 2019). There are different categories of trams which runs
across various stations across Queensland. The system length of this public transport is
about 12km and the average speed of the trams is 27km/hr. In the year 2009, more than
$464M AUD was spent as the infrastructure cost in this light rail system.
This report will be present from the perspective of the IT consultant who works in an IT
consultancy firm called Wizz-Bang solutions. IT consultants understands the risks and
inconsistencies associated with the incorporation of a new Information System in G-
Train.
An existing human activity system shall be evaluated in the first place in this
assignment as there were different categories of issues and inconsistencies associated
with this business environment.
This report shall be very much significant to understand the changes which are required
in to deal with the issues and complications associated with this commercial
establishment.
There are different categories of procedures which are deployed in this organization in
terms of the railway control systems, these control systems depends upon the different
activity models. There are external as well as internal stakeholders associated with this
organizations, activities of each of the stakeholders can be addressed successfully using
a dedicated system. At the same time, it can also be said that there are different
categories of technologies which are increasingly used in this light rail system (von
Assignment Report – 1410ICT or 7610ICT (omit one)
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Rosing et al. 2015). Thus, the existing human activity system can be replaced with a
different Information System which will be very much significant to manage each of
these discussed criteria of G-Train.
2. Part 1 [Analysis of the business of G-Train]
2.1 Part 1- question a: [Information about Public transport train]
Funded by Queensland government, the operations of G-Train is manly operated by
Keolis Downer. The prices and the rates of the service provided by this organization are
mainly set by Translink. The train timings are set according to the needs and
expectation of the daily commuters (Cippitelli et al. 2016). The train times are very
much different in weekdays and weekends. More than 10000 commuters can get the
service of this tram facility in an hour.
There are other tram service which are there in Australia like Brisbane Tramways, but
the operational strategy of G-Train is much more enhanced and efficient as compared
with the operational strategy of the other tram services.
The services offered by this tram service in terms of the prices of the tickets, availability
of tickets for specific stations, ticket outlet facility, journey planners and deployment of
the go-cards, the illuminated button of the trans are the latest additions of this tram
service. The other significance of the availability of a new language is the other added
specification which provides this tram services an added advantage as compared with
the services provided by the other tram services in Australia.
The flexibility in the operations in the business environment of this tram service is very
much one higher side and it is subjected to changes according to the market conditions
like festive seasons like Christmas.
2.2 Part 1- question b: [Mintzberg’s classification]
There are diverse categories of organizational forms which are generally used in the
public transport industry and the organizational forms depends entirely on the work
procedure.
According to the Mintzberg’s classification there are different categories of
organizational forms which are deployed in the commercial organizations such as the
professional organization form, divisional organizational form, innovative organizational
form, bureaucracy organizational form.
Among each of these different categories of organizational form, G-Train service uses
the divisional organizational form.
This public transport have different categories of product lines and numerous business
units all over Queensland (Hassan et al. 2018). The divisional structure of this
organization are very much essential to monitor and manage each of the stakeholders
associated across numerous offices of this public transport. Each of the autonomous
divisions can be managed in an organized manner using this organizational form. The
accountability issues of the line managers of each offices can be managed in the first
place using the divisional organizational form. Decision making ability of managers of
this organization is improved due to this organizational form (Marti et al. 2016). The
management of each of the resources available in the stations is boosted due to the
incorporation of the divisional organizational form.
2.3 Part 1- question c: [Analysis of Porter’s value chain model]
Porter’s value chain model can be defined as the type of analysis which focuses
primarily on the products and services which are offered to the consumers of the
commercial establishments rather than focusing on each department and accounting
categories. Each activities as well as the systems can be linked with each other using
this model.
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The primary activities of this tram services includes the outbound logistics, services,
sales and marketing and in bound services. Whereas the supporting activities of this
tram service includes the entire operational infrastructure of this organization, different
categories of IT technologies which are used in this organization both in the trams as
well as the offices and substations of this organization, management of each of the
available resources in terms of the human and non-human resources (Chen and Xue
2015). The non-human resources includes the server which helps in accessing the
different information from the existing human activity system, the procurement
activities of this business also falls under this category.
2.4 Part 1- question d [Competitive strategy of G-Train using Porters five
forces]
This unit of the report shall be evaluating the competitive strategy adopted by G- Train
using a five forces of Porter’s competitive forces.
Porters five forces are very much significant to understand the existing market position
of the organization. The weakness of the business can be easily identified in the first
place using the forces (Fairfield 2016). It can also be said that corporate strategy can be
created using the Porter’s five forces, at the same time this model is very much
significant to enhance the net profitability of business. New business area can be
evaluated in the first place using this model.
The detailed explanation of the Porter’s five forces can be understood from the tabular
description.
Forces Description Impact
Bargain power of
the suppliers
The bargain powers of the suppliers of this
organization is always on the higher side which is
serious concern for this Queensland based tram
service.
The industry producers and their stronger bargain
powers is mainly due to the market fluctuations.
The cost of raw material is also very much
responsible for the higher bargain power of the
suppliers.
There are different substitute services available
for the daily commuters which are also very much
High
3
Inboun
d
Logistic
s
Activity
Operationa
l Activity
Outboun
d
Logistics
Activity
Marketing
and Sales
Activity
Servic
e
Activit
y
Firm Infrastructure Activity
Human Resources Activity
Technology Department Activity
Procurement Activity
Value
added
less
Cost=
Profit
Margi
n
Primary Activities
Support
Activitie
s

responsible for the higher bargain power of the
suppliers.
Price sensitiveness of the buyers are also very
much responsible for the enhanced bargain
powers of the suppliers.
Threat of new entry Threat coming from the new entrants have very
less impact on the business growth of this tram
service organization.
The demand of the commuters of this tram service
is very much on the higher side. The threats of the
new entry for this tram service depends on
numerous categories in terms of the huge
investment required to enter a market, competing
with the strategies of the reputed organizations,
there are real government regulations associated
with these Tram service as a threat of new entry
have negligible impact on this business
(Glickenstein 2016). The switching cost are very
much on the higher side which helps to restrict
the new threats.
Low
Bargain power of
the buyers
The bargain power of the buyers is very much low
for this organization. The scarcity of the supplier
of the similar service is one of the main reason
behind the low bargain power of the buyers of this
business. Scarcity of resources is the other
significant factor which controls the bargain
power of the buyers of this organization (van
Capelleveen, Amrit and Yazan 2018). There are
very less cost of raw materials in this business
which is the other factor regarding the bargain
power of the buyers.
Low
Threat of substitute
products
There are very less threats associated with the
substitute products which are offered by the other
similar organization in Australia. Prices of the
quality of products and services offered by the
other similar organizations in Australia (Fang and
Jiang 2019). Thus, it have negligible impact on the
business growth of this organization.
Low
Degree of
competitive rivalry
There are very less competitors associated with
this organization as a result the degree of
competitive rivalry is also very much on the lower
side. The service provided by this organization is
very much on the higher side as a result the
degree of competitive rivalry is very less.
Low
3. Answer to Part 2: [analyzing existing human activity
system]
3.1 Part 2- question a: [Identification of existing human activity]
The existing human activity system in G-Train is very much significant to maintain
growth for each of the stakeholders associated with the business. The human activity
system which are there in the business environment of G-Train deal with the stations
and the frequency of trains. The confusions in the ticket outlets and the pricing of the
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tickets are the prime activities of the existing human activity system (Mao et al. 2018).
The linking stations are also managed using the existing human activity system. Service
information are easily maintained and monitored using the human activity system.
There are diverse categories of stakeholders which are involved in the human activity
system which existed such as the line manager, project manager, operational manager,
tram officials, government officials, customers, tram associations, local government and
customers (Fang and Zeng 2015). Responsibility of each of the stakeholders are very
much significant for this human activity system.
The line manager used each of the available resources in an organized manner in this
business where project manager deals with the allocation of each of the resources, the
productivity of each of the stakeholders was looked after by the operational manager,
tram officials are the personnel who sits on the offline counters of this facility and look
after the availability of the tickets (Gilmore, Hillston and Tribastone 2015). The
legislations issues of this organization is maintained by the government official. The
tram associations are the other stakeholders which are associated with the existing
human activity system of G-Train (McCreadie, Macdonald, and Ounis 2016). Local
government are the other essential stakeholders related with the human activity system
in G-Train.
3.2 Part 2- question b: [Issues and concerns of stakeholders]
Figure 1: Rich picture diagram showing the issue and concerns of stakeholders
(Created by author)
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3.3 Part 2- question c: [Process model diagram]
Figure 2: Cause of dissatisfaction of consumers
(Created by author)
3.4 Part 2- question d: [Areas where HAS is not successful]
This unit of the report shall be identifying the areas where the human activity system is
not successful. The Information Systems success model have different categories of
dimensions associated with them in terms of the Information quality, System quality and
Service quality, user satisfaction and net benefits. Repeated call coming from same
clients cannot be tracked in an organized manner using the existing human activity
system in G-Train (Zhao et al. 2016). This tram service have other quality issues
associated with the existing HAS which is having a direct impact on the productivity of
this organization as well.
3.5 Part 2- question e: [Description of the measure of success]
The measure of success of this identified human activity system is the enhanced net
profitability of the business, enhanced market reputation and sustainable development.
Each of these different measures shall be evaluated in this section of the report
Efficiency: The concept of efficiency is directly associated with the concept of
effectiveness, distortion of usual practice is one of the major concern associated with
efficiency of the system. Customer satisfaction of this organization has improved
successfully due to the incorporation of the human activity system.
Efficacy: The efficacy of the existing human activity system can be measured using the
market rate of this organization. The personal as well as the organizational needs of the
employees can be addressed using the efficacy of the existing human activity system
(Mathooko and Ogutu 2015). The negative feedbacks are the other concern
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Effectiveness: The optimization of the human activities is very much effective due to
the incorporation of the human activity system. It is one of the most effective significant
measure of success among each of them. The effectiveness of the human activity system
is very much significant and it helps in identifying the productivity of human activity
system (Aithal 2016). However, it can also be said that
The success measures where HAS fallen short of are validation of the data which are
associated with the queries and complaints associated with the consumers of this
Queensland based tram service (Zhang et al. 2018). The lack of rating system in HAS is
very much significant to understand the limitation of the existing human activity system.
4. Answer to Part 3: [Improved Information system]
4.1 Part 3- question a: [Identification of new Information System]
Quality issues and issues in delay of service can be solved effectively after the
incorporation of a new integrated Information System. The recognition mode will be
very much useful to identity the daily commuters of this tram service, records of each of
the data can be categorized and managed in the first place using the new Information
System.
The customer service issues which are registered in the existing human activity system
can be classified using the new Information System. Adding value to the business shall
be enhanced after the incorporation of HAS (Eriksson and Jansson 2019). Roles and
responsibilities of each of the identified stakeholders shall be represented in the
following table.
Stakeholder Responsibility in the new HAS
Users The output and the efficiency of the new Information system shall be
having a negative impact on the end users of HAS.
Service
providers
Getting used to the new system is one of the prime responsibility of
the new Information System.
Professional server related issues are addressed using the service
providers.
Supplier of raw
materials
The supplier of the software and hardware associated with the
installation of the new Information System will be very much
significant for G-Train.
Steering
committee
The impact of the introduction of the new IS shall be evaluated by
the steering committee of this tram service organization.
4.2 Part 3- question b [Data and Information of the new system]
The financial statements of this tram service can be monitoring and edited using the
new IS. This system can also be very much useful to store the business data of this
organization. The decision making ability of the line managers of this organization
depends upon the raw data sets which are provided from each substation of this tram
service organization.
The creation of the new procedural language can be very much useful to understand
that the business data of this organization can be monitored in numerous languages
after the incorporation of the new system (Schulz, Golatowski and Timmermann 2016).
The additional features of this new IS includes the tacit knowledge associated with the
new IS, this knowledge is very much significant in order to manage the data which are
stored in this organization (Janićijević 2017). Features like domain and generic
knowledge are very much essential for the back end users of this system as it allows
them to study the decision making ability of the organization. The organizational
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knowledge can be very much useful to understand each procedure of this Information
System.
4.3 Part 3- question c: [Process model diagram for the new Information
system]
Figure 3: Process model diagram for new IS
(Created by author)
4.4 Part 3- question d: [Categories of Information System]
The classification of the different categories of Information Systems which can be
identified are Front end Information System which includes the suppliers, managers,
and the consumers. It is one of the most significant aspect of this Information System.
The Back-end Information System can be very much significant to control the back end
operations of this tram service in terms of the selection of the process of the products
and service offered by this organization (Erol and Ordu 2018). The taxation issues and
the legal legislations falls under this category as well. The customer facing Information
System will be very much significant for the management of the inventories associated
with the substations of this tram service organization (Sharma and Khokle 2017).
Processing of the online ticketing sales can be significantly affected due to the
incorporation of the customer facing Information System (Osterrieder and Friedli 2018).
The inbound logistics of this tram service organization can also be managed in the first
place using the supplier facing Information System.
4.5 Part 3- question e: [Impact of proposed Information System]
The positive as well as the negative impact on the stakeholders of this organization
regarding the introduction of the new IS will be discussed in this section of this report.
Stakeholders Negative impact Positive impact
Clients The proposed new Information
System shall not be having any
negative impact on this tram service
organization.
The quality of service
offered by this tram service
can be enhanced in the first
place using the proposed
Information system.
Suppliers There are no real concern for the
suppliers due to the incorporation of
the proposed Information System.
The quality of service
offered by each of the
suppliers associated with
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this tram service
organization can be
enhanced using this
proposed Information
System.
Service providers Huge amount of technical knowledge
is required in order to maintain the
service provided by this proposed
Information system.
The efficiency of the service
provided by the service
providers can be enhanced
in the first place using the
proposed IS as well.
Steering
committee
There are no negative impact on the
steering committee as a result of the
introduction of the new Information
System in G-Train.
Business growth shall be
ensured after the
installation of the new IS in
this tram service
organization. Thus, the
quality issues of this tram
service organization can be
resolved in the first place
using the new IS.
4.6 Part 3- question f: [Description of the measure of success]
Efficiency: Efficiency from each stakeholder of this tram service organization is very
much designed in order to improve the efficiency of the new Information System. Each
available resources of this organization can be allocated in specific tasks using the new
Information System (Gentile-Lüdecke, de Oliveira, and Paul 2019). The issues faced by
the daily commuters can be enhanced using the efficiency of the stakeholders.
Efficacy: Efficacy of this Information System shall be created if the expectations of the
consumers as well as the staffs of this organization are addressed.
Effectiveness: The effectiveness of this new IS shall be on the higher side if the new IS
able to resolve the issues which were being faced in this organization such as dealing
with the complaints coming from the daily commuters (Albers, Wohlgezogen and Zajac
2016). The quality issues of this tram service organization can also be resolved in the
first place using this proposed IS.
5. Answer to Part 4: [Recommendations and reflections]
System failure is one of the most significant limitation associated with the introduction
of the new IS in the business environment. System failure can be very much significant
to create confusion and difficulty among each of the stakeholders of this project (Bellini,
de Faria Pereira and Becker, 2016). The implementation procedure of the new IS in the
business environment of G-Train must be following the following recommendations.
 Orientation training sessions must be there for each of the stakeholders
associated with this IT innovation.
 Protocols and working methodologies of the new IS must be known to each of the
stakeholders who are associated with this Information System.
 IT security policy must be established in the first place in order to maintain
security of the business data which are associated in G-Train.
 Environmental sustainability aspects of the IT innovations is very highly
recommended.
The essential steps which can be successfully deployed in G-Train which can help
them to grow and avoid any sort of system failure are discussed as followings:
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 Recruitment or hiring of experienced IT in house program which can be very
much useful to deal with the root cause of the system failures.
 Identification of professional software provider can be very much significant
to monitor the activities of the new IS so that any sort of issue which might
cause system failure can be identified.
 Huge investments are required in order protect the system from the threats
coming from outside the organization.
6. Conclusion
This report is very much significant to understand the significance of the existing HAS
in the business environment of G-Train. Divisional organizational form was considered
as the organizational form in G-Train. Porter’s value chain was very much significant to
understand each of the activities associated with this Queensland based tram service.
The competitive strategy of G-Train can be understood from Porter’s five forces
analysis, based on the analysis it can be identified that bargain power of the suppliers is
very much significant for G-Train. Identification of an existing human activity can be
understood from this report which are followed by each of the stakeholders associated
with this tram service organization. The area where the HAS is not successful was be
identified using the DeLone-McLean Model of Information System Success. The
identification and the significance of incorporating a new IS can be understood from
this report as well. The report provided the prime issues faced by G-Train like quality
issues and issues associated with the dealing of queries and complaints coming from the
clients. Responsibility of each of the stakeholder associated with the Information
System can be understood from this report as well. The categories of Information
System can be understood from the report as well. The necessary steps taken in order
to avoid system failure can be understood from this report as well in terms of the
recruitment of the orientation training sessions and IT security policy. Thus, it can be
concluded that the incorporation of an IS can be very much beneficial for G-Train to
manage each of the stakeholders associated with this tram service.
7. References and Citations
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strategies, operating concepts & business systems. International Journal in Management and
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Systems, Man, and Cybernetics (pp. 1488-1492). IEEE.
Cippitelli, E., Gasparrini, S., Gambi, E. and Spinsante, S., 2016. A human activity
recognition system using skeleton data from rgbd sensors. Computational intelligence and
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Fairfield, K.D., 2016. Understanding functional and divisional organizational structure: A
classroom exercise. Management Teaching Review, 1(4), pp.242-251.
G:link. (2019). G:link | Gold Coast Light Rail | Tram Network. [online] Available at:
https://ridetheg.com.au/ [Accessed 5 Sep. 2019].
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Mao, S., Tu, E., Zhang, G., Rachmawati, L., Rajabally, E. and Huang, G.B., 2018. An
automatic identification system (AIS) database for maritime trajectory prediction and data
mining. In Proceedings of ELM-2016 (pp. 241-257). Springer, Cham.
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Zhao, Z.Y., Zuo, J., Wu, P.H., Yan, H. and Zillante, G., 2016. Competitiveness assessment of
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